Construction firms that do not engage in a continuous process of developing and managing their resources and capabilities may not survive. The aim of this study is to investigate the organizational flexibility management of construction firms in Singapore. The research method is based on questionnaire survey and data collected using face-to-face in-depth interviews with senior construction professionals. The results show that organizational flexibility is a multi-dimensional concept comprising operational flexibility, tactical flexibility and strategic flexibility. Using structural equation modelling to analyze the data, it is found that organizational flexibility is influenced, to varying degrees, by: organizational learning culture; organizational structure; employee skills and behaviour; technological capabilities; supply chain capabilities; and business strategies. The research developed checklists to help construction firms to attain flexibility. It extends knowledge in construction business management by exploring the impact of different dimensions of organizational learning on resources, capabilities and strategies towards achieving flexibility.